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Select Customer Qualifications
Download Customer Qualifications as PDF»eBay
North American Marketing Strategy and Planning team
eBay's North American Marketing Strategy and Planning team selected Decision Lens' proven, innovative decision-making software to help evaluate, prioritize, and align their marketing resource allocation with their 2008 marketing strategy. The software and process helped create alignment across the leadership team resulting in better alignment of marketing resources with business objectives.
National Geospatial Intelligence Agency (NGA)
Agency budget allocation, IT, human resources, and intelligence analysis
NGA is using the Decision Lens Suite™ for multiple decision processes within their organization. They use the Decision Lens solution to prioritize and allocate financial resources to all their programs and projects across the entire organization. This includes over 100 individual programs with a total value in the billions of dollars. NGA is using the Decision Lens Suite™ to help set staffing priorities and determine the human capital areas in which the organizations should focus. They are using the Decision Lens solution to optimize a portfolio of IT contracting requirements, identifying how to allocate hundreds of millions of dollars to gain maximum value. Also, NGA is using Decision Lens Suite™ for geospatial intelligence analysis to assess confidence levels in different geospatial intelligence (GEOINT) analysis assessments. For some decision processes, NGA has chosen to utilize the Analytical Network Process component of the Decision Lens solution in order to effectively address the highly complex and interdependent nature of their programmatic activities.
Johnson & Johnson, McNeil Nutritionals
Business planning and global investment selection
McNeil Nutritionals, a Johnson & Johnson company, is using the Decision Lens Suite to align their business planning process with their strategic plan. McNeil Nutritionals, makers of popular brands such as Splenda and Lactaid, is using the Decision Lens Suite to align investments in key new technologies and brands with the company's strategic goals, as set forth by their global management board. McNeil is using the Decision Lens Suite to prioritize and optimize their global investment alternatives across the entire company, which includes international regions and multiple brand groups. Additionally, McNeil is using the outputs from the Decision Lens Suite as part of their portfolio management and production scheduling efforts.
Department of Defense, Joint Staff (JS)
Budget allocation, capabilities planning, and source selection
The JS is using the Decision Lens solutions for various decision processes across and within the staff components. The Comptroller is using the Decision Lens solution to prioritize unfunded initiatives and allocate available funding for those projects deemed to provide value to the organization. This provides the Comptroller with an explicit and rational process for budget decisions that build consensus among representatives from each of the Joint Staff offices. Additionally, various staff sections are using the Decision Lens Suite™ internally for budget allocation. The Force Structure, Resources, and Assessment Directorate, J-8, is using the solution for capabilities based planning. The Command, Control, Communications, and Computer Systems Directorate, J-6, is using the Decision Lens Suite™ for source selection.
Department of Defense, Military Health System (MHS) - Tricare
Budget allocation for major facilities renovations
MHS is using the Decision Lens solution to prioritize all major facilities renovations for global military healthcare. Due to changing mission requirements and ongoing Base Reduction and Closing (BRAC) initiatives, MHS' found that making facility decisions was complex and difficult. MHS was also looking for a more consistent and reliable long term planning solution. Through periodic decision making sessions, MHS' is using the Decision Lens solution to allocate approximately $600 million to renovation projects.
Nuclear Regulatory Commission (NRC)
Business process and IT planning
The NRC is using the Decision Lens solution for business process and IT planning. They prioritized all of their IT work efforts within a $100M+ portfolio to determine where to focus resources in order to gain maximum value to their organization. NRC's challenge to date has been difficulty with prioritizing so many competing requirements for IT work efforts as well as getting their 35+ members decision-making group to achieve consensus. Decision Lens not only helped allocate NRC's IT resources, but also reduced the amount of decision time from about 15-20 meetings down to just a few.
$10B Division of Fortune 500 Company in Mid Atlantic Region
Business unit budget allocation
A Fortune 500 company used the Decision Lens Suite™ to allocate funding within a $10B business unit with a $100M+ expense budget. This decision involved a diverse stakeholders and the need to consider both financial and non-financial decision factors. By using Decision Lens Suite™, they were able to develop a weighted decision model, prioritize initiatives, and complete a budget optimization in three days. Prior to using Decision Lens' solution, it took the company weeks to complete this budget allocation and they rarely achieved full consensus.
Department of Defense, Army Chief Information Officer (CIO) / G-6
IT initiative prioritization and resource optimization
The Army CIO/G-6 conducted a successful IT portfolio prioritization using the Decision Lens Suite™. The purpose of the prioritization was to assess CIO/G-6 IT programs and to conduct various resource optimization scenarios. CIO/G-6 leadership developed prioritization criteria and conducted pairwise comparisons in order to establish the relative importance of the five prioritization criteria. They rated each of the IT initiatives against the prioritization criteria in order to determine the relative value of each to the Army CIO/G-6 mission. Finally, they ran various resource optimization scenarios that depicted suggested resource allocations (military, civilian, contractor) when faced with different types and degrees of resource cuts.
General Services Administration (GSA)
IT initiative prioritization
GSA acquired the decision support services of Decision Lens to support their annual Information Technology Council (ITC) and Council of Controllers (COC) meeting. Decision Lens support was provided in conjunction with the GSA Office of the Chief Information Officer (OCIO). The purpose of the ITC/COC meeting was to prioritize GSA's major IT initiatives from across GSA's various business units. The ITC/COC used the Decision Lens Suite to refine their analytical framework, to weigh the prioritization criteria, and then to rate each IT initiative against the prioritization criteria. The result was the first-ever GSA-wide prioritization of major IT initiatives, which included a benefit-cost analysis and a benefit-risk analysis.
AWS Convergence Technologies Inc. (Weatherbug)
Prioritizing technology product features
AWS is a technology company with the largest weather network in the World. They own the Weatherbug application, which is a Top 10 Internet property with over 20 million users. AWS' entire senior leadership participated in a prioritization of major technology product features. To date, AWS' had experienced difficulty with managing and prioritizing competing technology requirements from multiple stakeholders and customers. By using the Decision Lens Suite™, AWS was able to prioritize their requirements in only two meetings. This not only provided strategic direction for the entire company, but also allowed AWS to re-align their staffing to those requirements that provide the greatest value to the business.
Federal Financial Institutions Examination Council (FFIEC)
IT requirements prioritization
The FFIEC is a governing body composed of the Federal Reserve Board (FRB), the Federal Deposit Insurance Corporation (FDIC) and the Office of the Comptroller of Currency (OCC). The FFIEC needed to prioritize strategic enhancements to the technology that supports a shared line of business, Call Data Reporting. The FFIEC used the Decision Lens Suite™ to achieve consensus among the FRB, FDIC, and OCC in their prioritization of Call Data Reporting objectives as well as for prioritizing competing requirements in a limited resource environment. The results of the decision session were used in the development of a Call Data Reporting strategic and technology plan. Additionally, they were able to complete the prioritization in a one-day session which is important since the FFIEC only is able to meet as an entire group periodically.
Irregular Warfare Science & Technology (S&T) Group
Evaluation of research & development (R&D) investments
Decision Lens, Inc. was invited to support a three day workshop that focused on how R&D is presently supporting, and could in the future enhance, the United States' ability to counter irregular warfare tactics, such as the use of improvised explosive devices. The participant group included about 30 S&T experts from the Department of Defense, Intelligence Community, and Civilian Agencies. Decision Lens was used at the beginning of the workshop to conduct an initial prioritization of capability areas and then to evaluate the potential impact of new investments that were created to address priority capability gaps. The workshop results were provided to the Joint Laboratories Board to consider in their R&D investment decision-making.
State of North Carolina (NC)
Best-value source selection
North Carolina was seeking an equitable and consistent method for source selection. For a recent high profile economic development system, Decision Lens provided just the type of selection method NC was looking for. NC used the Decision Lens solution to develop evaluation criteria and assign ratings to vendors using a rigorous quantitative methodology. This led to the selection of the best-value vendor that all the NC decision-makers were comfortable with.
National Security Agency (NSA)
Advanced decision analysis training
Decision Lens provided NSA with training on advanced decision analysis for their facilitators. The instruction provided the facilitators with information on how to over common obstacles and silos to help organizations make better group decisions faster.
Philadelphia Museum of Art
Prioritizing marketing initiatives
The Philadelphia Museum of Art was interested in building and improving audiences. Specifically, they were seeking to increase the quality and longevity of their audiences. Decision Lens was invited to help the museum's leadership prioritize various possible alternative initiatives that could meet their intent. After a one-day decision-making session with Decision Lens, the museum had successfully identified and resourced those initiatives that provided the greatest likelihood of meeting their audience objectives.
